How Organizations Remember Retaining Knowledge through Organizationa
How an organization works is largely a function of what it knows—i.e., the collective knowledge about all aspects of the enterprise, from competitive intelligence to formal systems and policies to the ways in which individuals solve problems and share the
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Paddy O’Toole
How Organizations Remember Retaining Knowledge through Organizational Action
Paddy O’Toole Faculty of Education Monash University Clayton, Victoria, Australia [email protected]
ISBN 978-1-4419-7523-2 e-ISBN 978-1-4419-7524-9 DOI 10.1007/978-1-4419-7524-9 Springer New York Dordrecht Heidelberg London Library of Congress Control Number: 2010938788 © Springer Science+Business Media, LLC 2011 All rights reserved. This work may not be translated or copied in whole or in part without the written permission of the publisher (Springer Science+Business Media, LLC, 233 Spring Street, New York, NY 10013, USA), except for brief excerpts in connection with reviews or scholarly analysis. Use in connection with any form of information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed is forbidden. The use in this publication of trade names, trademarks, service marks, and similar terms, even if they are not identified as such, is not to be taken as an expression of opinion as to whether or not they are subject to proprietary rights. Printed on acid-free paper Springer is part of Springer Science+Business Media (www.springer.com)
Acknowledgments
Silent gratitude isn’t much use to anyone -- Gladys Brown Stern (The Last Word)
Many thanks to my husband Mark for all of his love and support. His help was invaluable in bringing this work to a happy conclusion. My thanks also go to Associate Professor Halia Silins and Professor Mike Lawson for their support through the study. They are also noteworthy for being the only two people at Flinders University, besides my husband Mark, who really believed that I went to Las Vegas to conduct research. The research conducted in this study was very labor-intensive, and the international component added significantly to the costs. I would like to express my heartfelt appreciation to the Premier of the Government of South Australia for the extremely generous Premiers Award for Research in Lifelong Learning and Development that funded my living and research costs. I would also like to thank Denis Ralph and the staff from the now-defunct Centre for Lifelong Learning for their encouragement and stimulating company. I acknowledge the funding received from Flinders University and my colleagues in the School of Education who encouraged me, particularly Jeanette Holt. Many thanks also to the people in Springer who believed in this book and brought it to fruition: to Nick Philipson, Executive Editor, Business/Economics at Springer, for being so enthusiastic and facilitating the proposal and editing process so well, and Charlotte Cusumano, Editorial Assistant, who was invaluable in clarifying expectations and helping with the production hiccups. Thanks also go to Jerry and Ann Gilley, the editors of the Organizational Change and Innovation series for their support and feedback. Most importantly, this r
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